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IBM WebSphere Lombardi Edition V7.2, BPM Program Management Sample Questions:

1. The purpose of a snapshot is to:

A) record the state of a process application or toolkit at a specific point and time.
B) provide security against unauthorized access and alteration of process applications.
C) use it to record revision history of library items.
D) allow developers and business users to collaborate on business process definitions.

2. The BPM Program Manager, Process Owner, and Lead Developer are collaborating to define the theme and assign user stories for the next iteration. The team is planning the 7th of 15 iterations in the Release Plan for Release One. The Program Manager displays a Team Velocity chart showing that the Development team has shown significant growth in story points accepted from iterations 1 to 4 and has been leveling off to roughly 200 story points in iterations 5 and 6.
Given there are 9 iterations remaining in the release plan, the Process Owner immediately recognizes there is room for roughly 1800 story points in the remaining time for Release One. However, the backlog contains 2400 story points marked as "high" priority and another 1200 story points marked as "medium" priority. The Process Owner asks to reduce the points assessed to the high priority user stories to bring the total points down to roughly 1800 so as to make them fit in the remaining time. The Program Manager agrees.
What is wrong with this scenario?

A) Team Velocity is fixed and changing the method of estimating story points mid-way through a release will not increase the scope of work that can be completed.
B) This is a conversation for a Release Planning meeting and not during Iteration Planning.
C) Process Owner forgot to include a risk factor of 1.4 that should be applied to 1800 resulting in roughly 2500 story points (1.4 x 1800 = 2520) remaining in the Release. No action should be taken.
D) Both "high" and "medium" priority stories should be included in the Release Plan meaning all user story points should be reduced by 50% to get all high/medium priority stories to fit in 1800 points remaining (2400+1200 = 3600 : 3600/2 = 1800).

3. A company establishes a BPM Governance Model with an Executive Review Committee and a BPM Project Review Committee. Once the project is initiated it is built out with resources from the Center of Excellence (COE) that design and develop the solution. In the course of working with the BPM Platform and SOA team, the program manager realizes that the project integration costs are greatly increased over the amount of the initial estimate. What should the program manager do?

A) Press the SOA team to reduce their estimates.
B) Negotiate a cheaper integration approach with the Executive Steering Committee.
C) Present the cost over-run to the COE so that additional funds can be allocated.
D) Present the cost over-run to the BPM Project Review Committee so that the integrations can be prioritized and placed into at development phase.

4. A program manager consults with a client on how to improve their BPM Center of Excellence (COE). The program manager asks what metrics are being used to track the success of the COE.
The client offers examples of the metrics that are being collected for several processes related to the cycle time and efficiency. What course of action should the program manager suggest?

A) Suggest no changes to the metrics.
B) Suggest that the COE should aggregate information on the ROI for each project.
C) Suggest that greater emphasis be granted to the metrics gathered on cycle time.
D) Suggest that an additional category of metrics for defect rates be collected.

Solutions: